There seems to be, at least in more enlightened companies, a slight momentum away from the current "classic" org structure of having separate Product and Tech departments staff dysfunctional Scrum teams. Going towards smaller delivery teams and managers who cover product as well as people leadership. The Basecamp folks have been doing this for a while, apparently.
This might open another chance for you to use all your skills.
(Of course, you cannot find this in any MBA program afaik, they all seem to teach the CPO/CTO Enterprise Slow-Motion Scrum blueprint, so if the tide will turn, it will take a while...)
I also find the "classic" org structure quite limiting. I've found that experienced "builders" can take on more senior functions such as people management and product management. No matter if their original speciality was dev, UX, or QA. Today I consider the simple-minded hierarchical structures most companies build, as well as their dysfunctional team structures, a colossal waste of talent and energy.
Good luck to you!